Haier group was established in 1984 by introducing Liebherr refrigerator production technology from Germany. Based on Qingdao Refrigerator General Factory, Haier Group has developed into a national super-large enterprise with diversified products, large-scale operation and international market. It is the only home appliance brand in the first batch of well-known trademarks of 10 published in China.
Haier has rapidly grown from a small collective factory with a loss of 6.5438+0.47 million yuan to the first brand of white, black and beige household appliances in China. Its products include more than 8600 varieties in 42 categories. The market share of refrigerators, freezers, air conditioners, washing machines, electric water heaters, vacuum cleaners and other products ranks first in the country, and the sales revenue of enterprises has increased by 82.8% annually, 654.38+0.998. 1In August, 1997, Haier was identified by the State Economic and Trade Commission as one of the first batch of six technological innovation pilot enterprises in China, focusing on supporting the world's top 500 enterprises.
Haier's development has gone through three strategic stages.
1. the strategic stage of brand development-the relationship between brand strategy and internationalization-only by making the domestic market bigger and stronger can we talk about internationalization.
At this stage, Haier made a difficult start and established a famous brand position in the refrigerator industry. Its representative event is "smashing the refrigerator". By smashing 76 defective refrigerators, the quality awareness of employees was awakened and the concept of famous brands was established.
1984 When Haier started, its management was chaotic, there were no superior products and its personnel were scattered. To get rid of this situation, we must start from a high starting point and inject hope for survival into enterprises. At that time, the external environment was that refrigerator factories swarmed in, but there were no well-known brands, so we decided to introduce the world's most advanced refrigerator production technology, produce world-class refrigerators, and build a famous brand in the refrigerator industry in China. 1988 won the 1 National Quality Gold Award in the history of China refrigerator industry, which marked the initial success of the famous brand strategy.
Starting from 1990, Haier adopted the export strategy of "easy first, then difficult", that is, it first entered the developed countries to establish a reputation and build a brand, and then occupied the developing countries' markets with a strategic position, and achieved remarkable results. With the high quality of Haier's products, we have established the credibility of the international market, and insisted on making diversified strategic adjustments to the layout of the international market during the development process, thus creating a good situation of steadily developing the domestic market and effectively exploring the international market. When Haier entered the international market, it adhered to the strategy of creating China's own international famous brand. Therefore, all export products are branded with Haier brand, and efforts are made to establish the international image of Haier brand through quality and after-sales service. In addition, Haier has established a star-rated one-stop service system in line with international standards and set up an after-sales service telephone, so overseas Haier users can also enjoy Haier's star-rated service.
After hard work, Haier passed the international certification of quality assurance system, international certification of products and international recognition of testing level, and obtained the qualification to participate in the competition. Haier has kept all kinds of products in step with the international market from the introduction, digestion and absorption to the introduction of talents through joint ventures.
2. Diversification strategy stage-the relationship between diversification and internationalization-enterprises must rely on internationalization to win in the competition, and internationalization must be diversified.
Home appliances are divided into three categories abroad: white appliances, black appliances and beige appliances. White goods refer to products that can replace people to do housework; Black household appliances can provide entertainment, such as color TV and stereo. Beige household appliances refer to computer information products.
We worked as a refrigerator for 7 years from 1984 to 9 1, and then entered the field of white goods such as freezers, air conditioners and washing machines. 1997, we entered the field of black appliances from the field of white appliances. From now on, we will enter the computer industry again.
There is a lot of discussion about diversity. Should it be diversified? Should it be diversified or specialized?
We believe that diversification in a broad sense means that enterprises must rely on internationalization to win in the competition, and internationalization must be diversified. We believe that diversification is not only the diversification of industries, but also the diversification of markets. For example, Coca-Cola, an economist said, is specialized. We think Coca-Cola should be diversified, because markets in all corners of the world have been conquered by Coca-Cola, which is market diversification. Another example is Nike, whose company has only 1000 employees, but there are countless Nike shoes all over the world. It has no factory itself, but it has a market. It only focuses on two ends, one is the design and development of shoes, and the other is sales. In the final analysis, whoever owns the market resources will become the ultimate winner.
Diversified development should be the trend, and the most important thing is to do a good job in the international market. I may not have my own factory, but I have a world market.
3. The strategic stage of internationalization-the internationalization of Haier and the internationalization of Haier-the difference and essential connection between them.
Haier's internationalization is the foundation of Haier's internationalization. Only by doing well in the internationalization of Haier can we become an international Haier. When we are doing Haier internationalization, we hope that Haier's works will meet international standards, mainly in three aspects: first, quality; The second is finance; The third is marketing. Quality should meet international standards; Financial operation indicators and rules should be consistent with the western financial system; Marketing concept and marketing network should be in line with international standards. Only with this quality can we enter the international market, so "export" is aimed at Haier's internationalization.
However, the international Haier is different. Haier is no longer Qingdao's Haier, but China's Haier will become a part of the whole international Haier, including American Haier, European Haier, Southeast Asian Haier and so on. Internationalized Haier is a trinity of Haier, that is, the trinity of design center, marketing center and manufacturing center, and finally becomes a highly competitive localized Haier, which has the functions of financing and integrating wisdom locally.
In a sense, choosing to build a factory in the United States is asking for trouble, because the requirements for building a factory in the United States are very high, but if you can succeed in the American market, you can gain very valuable experience. In addition, the American market is huge, and we have sold hundreds of thousands of units in the American market. If you don't set up a factory, there will be great constraints, such as freight.
Second, in the face of global economic integration, improving competitiveness is a top priority.
1. Enterprises can only use the external environment, and how much they can use depends on the enterprise itself.
For enterprises, there will be more problems and difficulties this year, because the international market is further opened, and now they are facing competition with all international (multinational) companies. In fact, whether we join the WTO or not, we have already joined, because foreign enterprises have come to China, so what we have to test now is the competitiveness of enterprises. Therefore, I propose that the internationalization strategy is not only to open up an empty market abroad, but also to put myself in this environment to accept more tests, feel this competitive atmosphere and improve my competitiveness. The key is whether we can be as competitive as big international companies. If not, I think enterprises are facing not only the problem of growth, but also the problem of survival.
I think, in any case, the external environment should be ignored, which is the same for all enterprises. The key is how to improve their competitiveness. For example, the temperature is -5 degrees Celsius, which is -5 degrees Celsius for everyone. If you are in good health and have frost resistance, you won't catch a cold outside. If you are in poor health, you will definitely catch a cold when you go out. You can't complain about the weather just because you have a cold. In my opinion, enterprises can only use the external environment, and how much they can use depends on the enterprise itself.
2. Concentrate superior forces to fight annihilation and adopt a single column to explore the international market.
The strategy we adopt is called single file, not single file. In a market like China, I can't tell consumers what I have, but I think which product is the most competitive, let it take the lead first, and after opening the market, others will follow, so the total transaction cost is relatively low.
In the American market, refrigerators were first introduced. Now many Americans know that Haier produces refrigerators. Next is the washing machine, no need to promote it. But in the EU market, air conditioning is the pioneer, and now refrigerators and washing machines are close behind. Just like a war, the single-column sacrifice is relatively small, and the single-line sacrifice is relatively large, and the superior forces are concentrated to fight the annihilation war. This is Mao Zedong's theory, which is still of great guiding significance for us to expand the international market.
When it comes to competitiveness, how do economists view competitive markets? I want to reflect innovation. The most important thing in competitiveness is how to meet the needs of consumers. In the United States, our products are gradually welcomed by local consumers, because we have a local design center (Los Angeles) in the United States, and we constantly introduce new products according to local needs in the United States, which is very in line with American requirements.
In the international market, we don't want to have a price war. A price war may not get a better market reputation, and China goods are considered to have low prices. If we can't get rid of this situation, you will never be able to build your own brand. In American supermarkets, the price of our refrigerators is similar to that of some American companies, but higher than that of South Korea. For example, the air conditioners we sell in Iran are like this. They think China products should be cheap, but we insist on not reducing the price. We just can't sell it in the mall from the beginning. When we tell consumers why it is so expensive, they are always curious and want to buy it and try it. Gradually, local consumers began to agree with Haier air conditioning. It is easy to sell when the price is low at first, which is also a strategy, but it is impossible to raise the price again. The market won't give you a chance to raise the price again, you can only wander at this low price forever.
3. "Dancing with wolves" and patriotism
Regarding Bill Gates' Venus project, many people think that a wolf must have been introduced. In fact, this wolf has come in, and the enterprise is going to dance with the wolf. We don't have the strength to compete with Microsoft and Intel. What we can do is to keep fit and have greater competitiveness in the process of cooperation with him, with the ultimate goal of occupying a place in this industry.
If we didn't spend so much money to introduce these technologies in the early days of reform and opening up, can we compete with foreign countries today? The Germans said to Haier, "It was very wrong to sell them technology at that time. Now let them play at home." In fact, as early as 10 years ago, we have heard criticisms about cooperation with large foreign companies. At that time, a comrade of the bank said: "it is more expensive to sell the parts you bought than to import the whole machine directly." It is better to import the whole machine directly. " But he forgot one thing: if we keep importing the whole machine, we can't make a refrigerator now.
4. Online sales-zero-distance sales-people's problem is the biggest problem.
Whether we can successfully enter the international market depends on decision-making, organizational structure and, most importantly, people. There is a big gap between us and big international companies in terms of capital, technology and brand.
For us, we can only rely on people's quality, our fighting spirit and our innovative spirit. When dealing with foreign companies, including entering the international market, although our scale is smaller than theirs, our spirit and speed still surprise them. Many of our orders were won in this spirit. Last month, a foreign dealer ordered seven containers of Haier products, but the goods were delivered within two days. I got a call at two o'clock in the afternoon, and the office got off work at five o'clock, and I had to deal with the ship and other issues. Sending it from Qingdao in two days actually means only three hours for Haier people. An order is an order. All staff should contact the shipping company and customs as soon as possible. It usually takes seven days to get all this done. We finally finished all the formalities in three hours, and all the goods were loaded on board at 9 o'clock. So the dealer said, I've been a dealer for 10 years, and I haven't sent a thank-you letter to my customers. I am the first to thank you, not only for preparing a batch of goods, but also for being indomitable in spirit.
The World Economic Forum held in Davos this year has three requirements for enterprises in the 2 1 century. Enterprises in the 265,438+0 century will meet these three requirements. Without you, it would be hard to exist. First, there is an internal organizational structure that can adapt to the changes in the external market (because the external market changes too fast), which means that the internal organizational structure can adapt to the drastic changes in the external market. Some enterprises in China are still linear functional organizations. How does this adapt? Second, there must be a global brand; Third, there must be a set of strategies that can be sold online. The customer put forward on the internet: I want this refrigerator to be round, square and triangular, and I put forward this requirement. I will buy whoever can meet my requirements. We call it zero-distance sales internally. This is the real zero distance, and this is the enterprise of 2 1 century.
It is too difficult to improve people's quality, and all Haier people, including me, are like this. For example, in the 100 meter race, the international level is 10 second, and your current level is 12 second. What should I do? You can't say I'll practice for another three years. There is a big gap in professional quality, but it is the most difficult to improve thinking. For example, pride, we are getting closer and closer to big international companies, and there are many young people in Haier, so there is not much difference between pride and self-pride. Young people go home at night and think behind closed doors. "I didn't expect me to be so great." Going to work tomorrow, I don't know where my mind is, and it is easy to lose my sense of proportion when interacting with others.
Many large international companies will be troubled by "big enterprise disease" when they develop to a certain stage, because there will be many preventive rules and regulations when they grow up. In the process of development, there will be a problem of formulating corresponding systems. As a result, more and more systems have been established, which will regulate all behaviors and limit creativity, but will not be creative. The incomparable advantages of small enterprises over large enterprises are speed and flexibility. We implement the practice of market chain, mobilize the enthusiasm of employees internally and internalize the effect of external competition. Everyone's income is not determined by the chief executive, but by the market. The market chain system is very effective, but it is still a system constraint. We are now carrying out self-management construction, and many self-management teams have emerged. Although there are few self-management teams now, an international enterprise must be like this in the future. In a factory of GE, there is not a quality inspector, but only eight quality engineers. Their task is not to check the quality problem, but how to improve the quality. I think this is a super enterprise.